Hoorcollege 1
What is organizational psychology?
- Organizational psychologist use psychological principles and research methods to solve problems
in the workplace
Elke organisatie met meer dan 100 mensen heeft een human resources manager.
HR specialist; iemand die gespecialiseerd in een deel van een HR onderdeel. Dus dit kan training,
leiderschap, of burnout situatie.
History
Wie is de founding father of psychology? Wilhelm Wundt
Hij startte een lab in 1876 in germany.
Hij had een aantal mensen om hem heen die organisatie psychologen waren, namelijk:
- Cattel
- Munsterberg ; interactie tussen individuen en omgeving
In WO 1 (1914), ze geven een boost aan innovatie.
Mensen hadden op dat moment een test nodig of mensen goed waren voor het zijn van een militair /
soldaat / officier.
Ze moesten zien wie capabel was en wie niet.
In US deden ze dit met IQ testen.
- Ze vonden dat mensen goed waren in de task, en de kans dat ze het in real life goed deden was
hoger.
In kwam werken in fabrieken voor.
De eerste mensen die dachten aan management waren ingenieurs. Degene die de machines maakten. Ze
dachten ; hoe gaan we mensen meer productief maken.
Ze hadden een stopwatch → powerful tool, het was handig voor het meten van iemands productiviteit.
Hawthorne effect: a change in behavior due or attitudes that was the simple result of increased attention.
- De meetmethode was een interventie
Als we iemand observeren is dat een interventie van het zelf.
Human relations movement:
- Theories of motivation
- Emotional world of the worker
- Studies of job
satisfaction
HISTORY →
Working from home;
- It saves time, space ad
energy
- Mixed results on
performance
- Mixed results on well
being
- Individual differences
Performance is the number one issue in organizational psychology.
Maximum performance: the level of performance in a given domain that one can produce on demand for
a short period time if one chooses to exert maximum effort
Typical performance
Day-to-day performance
- Wat je laat zien op dagelijkse basis
,Waarom laten mensen hun maximale of typische zien?
- Het laat zien dat de correlatie tussen de twee is moderate, het
laat zien dat er is reden is dat we ze zien als twee
verschillende concepten.
Of je typisch of maximum performt hangt af van de moderator. →
Welke moderators beïnvloeden de relatie tussen maximum
performance en typical? Lees het artikel van beurs en whitman.
Wat is de invloed van cultuur op werk?
- Culture: system in which individuals share meaning &
common ways of viewing events and objects.
Global culture = bijv, iedereen kent coca cola, mc donalds
5 dimensions of Hofstede’s theory of culture:
- Individualism / collectivism: the degree to which
individuals are expected to look after themselves vs.
remaining integrated into groups (usually the family)
- Power distance: the degree to which less powerful member
of an organization accept and expect an unequal distribution
of power
- Uncertainty avoidance: the extent to which members of a
culture feel comfortable in unstructured situations.
- Masculinity / feminity: the distribution of emotional roles
between the genders with the masculine role being seen as
tough and the feminine role as being tender. Masculine cultured tend to emphasize accomplishment
and technical performance while feiminie cultures tend to emphasize interpersonal relationships and
communication
- Long – term vs. short-term orientation: the extent to which members of a culture expect
immediate vs delayed gratification of their material ,social and emotional needs.
Hoorcollege 2
Model of performance
- Performance; actions or behaviors (input variable)
- Effectiveness: evaluation of results of performance, consequences of your actions
- Productivity; ratio of effectiveness (output) to cost of achieving that level of effectiveness (input)
Campbell’s model of job performance
3 direct determinants of job performance
- Declarative knowledge; knowledge to
understand what you are doing
- Procedural knowledge and skill; riding
a bike
- Motivation
Er is interactie tussen deze.
In de praktijk is er een criteria / meetmanier.
Criterion deficiency and contamination
- Ultimate theoretical criterian
o Ideal measure of all relevant
aspects of job performance →
the voice of holland
- Actual criterion
o Actual measure of job performance obtained
, - Differences between ultimate criterion and actual criterion
represent imperfections in measurement – deficiency and
contamination
- Criterion deficiency ; when actual criterion is missing
information that is part of behavior one is trying to
measure
- Criterion contamination; when actual criterion includes
information unrelated to the behavior one is trying to
measure
Extensions of the basic performance model
- Task performance
o Doing just what is expected
- Organizational citizenship behavior
o Going beyond what is what is expected.
▪ Altruism: helpful behaviors directed toward individuals or groups within the
organization
▪ Generalized compliance; behavior that is helpful to the broader organization
Randomoness: iets wat je niet onder controle hebt.
Randomoness beïnvloedt performance en results.
Types of performance measures:
- Objective performance measures
o Quantitative count of the results of work
- Judgmental measures
o Evaluation of the effectiveness of an individual’s work
- Personnel measures
o Typically kept in personnel file (absentie, accidents, rate of advancement).
Adaptive performance
Beneficial due to changing nature of work
- Changing technologies alter work tasks
- Mergers, downsizing, & corporate restructuring
- Globalization & working in different cultures
Expert performance
- Performance exhibited by those who practices at least 10 years and have spent average of 4 hours
daily in deliberate practice
- Deliberate practice
o Individualized training on tasks selected by a qualified teacher
Counterproductive employee behaviors;
- Voluntary behavior violating significant organizational norms and threatening organization, its
members, or both
- Interpersonal deviance
- Organizational deviance
Common counterproductive behaviors
- Dishonesty
- Absenteeism
- Sabotage
Job analysis:
- Process that determines ‘essence’ of a collection of tasks falling within scope of particular job title.
Types of job analysis
- Task-oriented job analysis
o Begins with statement of actual tasks and what is accomplished by those tasks
, - Worker-oriented job analysis
o Focuses on attributed of the worker necessary to accomplish tasks
Een ander ding waar je naar kan kijken is KSAOs
- Knowledge
- Skill
- Ability
- Other characteristics ; personality, interests, etc..
Role of job analysis in assessment:
- Job analysis → identification of KSAOs → development of assessment devices
Potential distoriting influences in job analysis
- Desire to make one’s job look more difficult
- Attempts to provide answers that SME thinks job analyst wants
- Carelessness
How job analysis is done?
- Observation
- Interviews
- Critical incidents, work diaries
- Questionnaires / surveys
- Performing the job
Job evaluation: method for making internal pay decisions by comparing job titles to one another and
determining their relative merit
- Compensable factors
o Skills, responsibility, effort and working conditions.
Hoorcollege 3
Wat is leadership???
Er zijn heel veel definities.
= the coordination of the actions of two or more individuals to accomplish joint goals.
- Leadership is about influence
- Attempted leadership: Person A attempts to change person B, person a and b are working in
together in a team for example.
o First step: attempt
- Successful leadership: Person B changes his or her behavior as a function of person A
- Effective leadership: person B is more satisfied and better rewarded due to the change in behavior
caused by person A. Dus of het is bereikt.
Evolutionary leadership theorie
De mind van leiderschap is heel erg geëvolueerd.
Three major barriers for effective leadership in organizations:
- Mismatches between modern and ancestral environments
o Algemeen probleem
- Leader decision-making biases
- Evolved psychological mechanisms for dominance.
Mismatches
Onze ontwikkeling, cognitief, biologisch etc is nog steeds aan het staan zoals lang geleden.
Wij hebben onze omgeving veranderd naar een grote mate, maar ons brein is nog steeds hetzelfde.
- In de past: leadership chosen by the peers, temporal, influence in narrowly defined areas of
expertise.
- Today: leadership are chosen top-down, formalization of hierarchies.
Er is dus veel meer sprake van hierarchie nu.
What is organizational psychology?
- Organizational psychologist use psychological principles and research methods to solve problems
in the workplace
Elke organisatie met meer dan 100 mensen heeft een human resources manager.
HR specialist; iemand die gespecialiseerd in een deel van een HR onderdeel. Dus dit kan training,
leiderschap, of burnout situatie.
History
Wie is de founding father of psychology? Wilhelm Wundt
Hij startte een lab in 1876 in germany.
Hij had een aantal mensen om hem heen die organisatie psychologen waren, namelijk:
- Cattel
- Munsterberg ; interactie tussen individuen en omgeving
In WO 1 (1914), ze geven een boost aan innovatie.
Mensen hadden op dat moment een test nodig of mensen goed waren voor het zijn van een militair /
soldaat / officier.
Ze moesten zien wie capabel was en wie niet.
In US deden ze dit met IQ testen.
- Ze vonden dat mensen goed waren in de task, en de kans dat ze het in real life goed deden was
hoger.
In kwam werken in fabrieken voor.
De eerste mensen die dachten aan management waren ingenieurs. Degene die de machines maakten. Ze
dachten ; hoe gaan we mensen meer productief maken.
Ze hadden een stopwatch → powerful tool, het was handig voor het meten van iemands productiviteit.
Hawthorne effect: a change in behavior due or attitudes that was the simple result of increased attention.
- De meetmethode was een interventie
Als we iemand observeren is dat een interventie van het zelf.
Human relations movement:
- Theories of motivation
- Emotional world of the worker
- Studies of job
satisfaction
HISTORY →
Working from home;
- It saves time, space ad
energy
- Mixed results on
performance
- Mixed results on well
being
- Individual differences
Performance is the number one issue in organizational psychology.
Maximum performance: the level of performance in a given domain that one can produce on demand for
a short period time if one chooses to exert maximum effort
Typical performance
Day-to-day performance
- Wat je laat zien op dagelijkse basis
,Waarom laten mensen hun maximale of typische zien?
- Het laat zien dat de correlatie tussen de twee is moderate, het
laat zien dat er is reden is dat we ze zien als twee
verschillende concepten.
Of je typisch of maximum performt hangt af van de moderator. →
Welke moderators beïnvloeden de relatie tussen maximum
performance en typical? Lees het artikel van beurs en whitman.
Wat is de invloed van cultuur op werk?
- Culture: system in which individuals share meaning &
common ways of viewing events and objects.
Global culture = bijv, iedereen kent coca cola, mc donalds
5 dimensions of Hofstede’s theory of culture:
- Individualism / collectivism: the degree to which
individuals are expected to look after themselves vs.
remaining integrated into groups (usually the family)
- Power distance: the degree to which less powerful member
of an organization accept and expect an unequal distribution
of power
- Uncertainty avoidance: the extent to which members of a
culture feel comfortable in unstructured situations.
- Masculinity / feminity: the distribution of emotional roles
between the genders with the masculine role being seen as
tough and the feminine role as being tender. Masculine cultured tend to emphasize accomplishment
and technical performance while feiminie cultures tend to emphasize interpersonal relationships and
communication
- Long – term vs. short-term orientation: the extent to which members of a culture expect
immediate vs delayed gratification of their material ,social and emotional needs.
Hoorcollege 2
Model of performance
- Performance; actions or behaviors (input variable)
- Effectiveness: evaluation of results of performance, consequences of your actions
- Productivity; ratio of effectiveness (output) to cost of achieving that level of effectiveness (input)
Campbell’s model of job performance
3 direct determinants of job performance
- Declarative knowledge; knowledge to
understand what you are doing
- Procedural knowledge and skill; riding
a bike
- Motivation
Er is interactie tussen deze.
In de praktijk is er een criteria / meetmanier.
Criterion deficiency and contamination
- Ultimate theoretical criterian
o Ideal measure of all relevant
aspects of job performance →
the voice of holland
- Actual criterion
o Actual measure of job performance obtained
, - Differences between ultimate criterion and actual criterion
represent imperfections in measurement – deficiency and
contamination
- Criterion deficiency ; when actual criterion is missing
information that is part of behavior one is trying to
measure
- Criterion contamination; when actual criterion includes
information unrelated to the behavior one is trying to
measure
Extensions of the basic performance model
- Task performance
o Doing just what is expected
- Organizational citizenship behavior
o Going beyond what is what is expected.
▪ Altruism: helpful behaviors directed toward individuals or groups within the
organization
▪ Generalized compliance; behavior that is helpful to the broader organization
Randomoness: iets wat je niet onder controle hebt.
Randomoness beïnvloedt performance en results.
Types of performance measures:
- Objective performance measures
o Quantitative count of the results of work
- Judgmental measures
o Evaluation of the effectiveness of an individual’s work
- Personnel measures
o Typically kept in personnel file (absentie, accidents, rate of advancement).
Adaptive performance
Beneficial due to changing nature of work
- Changing technologies alter work tasks
- Mergers, downsizing, & corporate restructuring
- Globalization & working in different cultures
Expert performance
- Performance exhibited by those who practices at least 10 years and have spent average of 4 hours
daily in deliberate practice
- Deliberate practice
o Individualized training on tasks selected by a qualified teacher
Counterproductive employee behaviors;
- Voluntary behavior violating significant organizational norms and threatening organization, its
members, or both
- Interpersonal deviance
- Organizational deviance
Common counterproductive behaviors
- Dishonesty
- Absenteeism
- Sabotage
Job analysis:
- Process that determines ‘essence’ of a collection of tasks falling within scope of particular job title.
Types of job analysis
- Task-oriented job analysis
o Begins with statement of actual tasks and what is accomplished by those tasks
, - Worker-oriented job analysis
o Focuses on attributed of the worker necessary to accomplish tasks
Een ander ding waar je naar kan kijken is KSAOs
- Knowledge
- Skill
- Ability
- Other characteristics ; personality, interests, etc..
Role of job analysis in assessment:
- Job analysis → identification of KSAOs → development of assessment devices
Potential distoriting influences in job analysis
- Desire to make one’s job look more difficult
- Attempts to provide answers that SME thinks job analyst wants
- Carelessness
How job analysis is done?
- Observation
- Interviews
- Critical incidents, work diaries
- Questionnaires / surveys
- Performing the job
Job evaluation: method for making internal pay decisions by comparing job titles to one another and
determining their relative merit
- Compensable factors
o Skills, responsibility, effort and working conditions.
Hoorcollege 3
Wat is leadership???
Er zijn heel veel definities.
= the coordination of the actions of two or more individuals to accomplish joint goals.
- Leadership is about influence
- Attempted leadership: Person A attempts to change person B, person a and b are working in
together in a team for example.
o First step: attempt
- Successful leadership: Person B changes his or her behavior as a function of person A
- Effective leadership: person B is more satisfied and better rewarded due to the change in behavior
caused by person A. Dus of het is bereikt.
Evolutionary leadership theorie
De mind van leiderschap is heel erg geëvolueerd.
Three major barriers for effective leadership in organizations:
- Mismatches between modern and ancestral environments
o Algemeen probleem
- Leader decision-making biases
- Evolved psychological mechanisms for dominance.
Mismatches
Onze ontwikkeling, cognitief, biologisch etc is nog steeds aan het staan zoals lang geleden.
Wij hebben onze omgeving veranderd naar een grote mate, maar ons brein is nog steeds hetzelfde.
- In de past: leadership chosen by the peers, temporal, influence in narrowly defined areas of
expertise.
- Today: leadership are chosen top-down, formalization of hierarchies.
Er is dus veel meer sprake van hierarchie nu.
